Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry

Dussauge, Pierre; Garrette, Bernard

doi:10.1057/palgrave.jibs.8490848

Cited by 166 publications

(69 citation statements)

References 28 publications

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“…Referring to different theoretical backgrounds, the contributions of the studies analyzing interfirm antecedents of alliance performance center around critical success factors for managing alliances (e.g. Killing, 1983;Harrigan, 1986;Pekar and Allio, 1994;Dussauge and Garrette, 1995;Douma, 1997;Whipple and Frankel, 2000). In general, studies of this type suggest a set of success factors that considerably influence the performance of the dyadic relationship.…”

Section: Discussionmentioning

confidence: 99%

Developing Alliance Capabilities

Heimeriks¹

2008

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Section: Discussionmentioning

confidence: 99%

Developing Alliance Capabilities

Heimeriks¹

2008

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“…The contrast between increasingly globalised networks (Bititci et al, 2012;Dussauge and Garrette, 1995) and the patchwork of IP laws (Geller, 1998;Peukert, 2012) amplifies the tensions in the appropriability-openness relationship. This contrast further spotlights the partner location dilemma (see Huang and Rice, 2013;Kotabe et al, 2008;Liu et al, 2013).…”

Section: Partner Locationmentioning

confidence: 99%

“…Indeed, the challenge of knowledge flows across firm boundaries has become even more evident due to the increasingly global character of inter-firm collaborations (Bititci et al, 2012;Dussauge and Garrette, 1995). This is because rising globalisation has made the tensions between globalised networks and the patchwork of national intellectual property (IP) laws more obvious (Geller, 1998;Peukert, 2012).…”

Section: Introductionmentioning

confidence: 99%

Appropriability: a key to opening innovation internationally?

Stefan

Bengtsson

2016

IJTM

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This study focuses on the tense appropriability-openness relationship, defined by some as paradox. Based on an international survey of 415 manufacturing firms, we investigate how the use of different kinds of intellectual property protection mechanisms (IPPMs) affects interfirm R&D collaboration while considering partner location in the analysis as well. Our results show that the use of formal, semi-formal or informal IPPMs has different effects on openness in terms of partner variety and depth of collaboration with academic partners, value chain partners and competitors. Moreover, when considering location we uncover previously hidden appropriability-openness liaisons showing that semi-formal or informal IPPMs are mainly valid in relation to national partners, whereas formal appropriability explains international collaborations. One implication of the study is that to better understand the appropriability-openness relationship it is imperative to differentiate between national and international settings. We further suggest that the potential paradox delineating this relationship has a geographical dimension.Keywords: appropriability; intellectual property protection mechanisms; IPPMs; inter-firm collaboration; paradox of openness; R&D collaboration; international collaboration; open innovation; partner location; partner breadth; variety; partner depth; survey.Reference to this paper should be made as follows: Stefan, I. and Bengtsson, L. (2016) 'Appropriability: a key to opening innovation internationally? ', Int. J. Technology Management, Vol. 71, Nos. 3/4, Biographical notes: Ioana Stefan is a doctoral student at the University of Gävle and KTH Royal Institute of Technology. Her primary research focus is the role of intellectual property protection mechanisms in open innovation collaborations, including the investigation of appropriability-openness tensions. Aside from her doctoral studies, she is engaged in further research projects where she contributes by e.g., performing patent analyses or investigating technology trends.Lars Bengtsson is a Professor in Innovation Management at the University of Gävle, Sweden and a Docent at The KTH Royal Institute of Technology. He has published articles and books on the subjects of innovation management, knowledge integration, manufacturing strategies and outsourcing. He currently leads research focusing on open innovation, supply chain management, human lean and rapid innovators in emerging economies.

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“…This view is supported by Blankenburg-Holm et al (1999) , who showed that mutual commitment increases mutual dependence, which in turn increases value creation. Stability is fundamental if the alliance is to last and develop successfully and deliver performance criteria ( Beamish and Inkpen, 1995 ;Dussauge and Garrette, 1995 ;Jiang et al , 2008 ). To date, little is known about which variables and factors impact on stability throughout the stages of alliance development ( Jiang et al , 2008 ).…”

Section: Common Causes For Problems and Obstaclesmentioning

confidence: 99%

The developing use of strategic alliances in facilities management

Pitt

Werven²,

Price³

2011

J Retail Leisure Property

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Michael Pittis professor of FM innovation at the Bartlett school of graduate studies UCL. His main research involves understanding and improving the supply chain mechanism in FM. He is a member of The Royal Institution of Chartered Surveyors working party on sustainability and an advisor to Modus services ltd at MOD main Building Whitehall. Marjolein van Wervenis a research student at Maastricht University, and also at the University of Eindhoven. Her research looks at airport facility management. Samantha Priceis a research associate with University College London at the School of the Built Environment. During the past year, she has developed research in the areas of sustainable facilities management and energy reduction process for existing building stock. Price has just commenced the second year of her PhD and is interested in change management techniques as a tool for FM to advance strategically towards sustainable FM.ABSTRACT The latest trend of cooperation between bodies to deliver airport facilities management (AFM) can be interpreted as a networking activity. This article explores Facilities Management (FM) uses of strategic alliances through showing how alliances are formed, operated and also improve the strategic strength of the contract. Strategic alliances are diverse and complex in nature. The case of AF) is used to develop the theoretical understanding of the benefi t of strategic alliances used to deliver strategic change within FM. The increase in strategic strength for FM and AFM is evidenced through improved strategic positioning, improved effi ciency, greater environmental benefi ts and improved utilisation of the benefi ts of privatisation. This article will examine why airports form strategic alliances to deliver AFM and whether interfi rm rivalry and managerial complexity can cause problems within these strategic alliances.

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Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry

Cited by 166 publications

References 28 publications

Developing Alliance Capabilities

Developing Alliance Capabilities

Appropriability: a key to opening innovation internationally?

The developing use of strategic alliances in facilities management

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